543 www.hrmars.com/journals
The Study of innovation Situation and Innovative Aspect
in Business Strategy
Masoumeh Sadat Abtahi
Department of Humanities, Zanjan Branch, Islamic Azad University, Zanjan, Iran E-mail: m_almasi2020@yahoo.com
Amin Jafari
Department of Management and Accounting, Qazvin Branch, Islamic Azad University, Qazvin, Iran
DOI: 10.6007/IJARBSS/v3-i9/241 URL: http://dx.doi.org/10.6007/IJARBSS/v3-i9/241
Abstract:
One of the most complicated and valuable organizational capabilities, is the business strategy. Recognition of Characteristics of entrepreneurial behavior has the most importance that makes the opportunities with the self skills and creates it by the means of innovative strategies. The lack of this skill, varied and nice processes of strategic planning would degrade to a brain game, because strategy cannot change the organization without implementation. Thus, we tried to express the characteristics and goals of innovative strategies and essential preconditions for its utilizations in business. More on, in this article we express the role and effect of opportunity and its recognition and the relation of organization life stages and how this business strategy is used and we presented some samples in this paper.
“tatisti al “o iet i ludes all Goldira ser i e o pa staff perso that is a ed staff in this study and according to Cochran formula 132 of them are chosen as Statistical sample. Research method in this study is correlation and Descriptive and data collecting method is field-library and for data analysis we used Liserl 8.7 software.this research results confirmed a significant effect of business innovation effective factors on service improvement in Goldiran Service Company.
Key words: Strategy, Innovation, Organizational Capabilities and Business Strategy. Introduction:
544 www.hrmars.com/journals (Yaghoubi, 2010). Innovation is not only exclusively connected with marketing but also one of the key factors of entrepreneurship. Therefore, in this article we try to express and define innovative strategy to essentials, methods, prerequisite to execute this strategy and opportunity role (Petkeviciute and Kalinina, 2010).
Strategic planning and strategic innovation differences
It seems that lots of strategic planning includes reviews in market and rivals, problems like updated market share, income, annual growth prediction. These planning could also include strength, weaknesses, opportunities and threats analysis. Yet, strategic planning in many countries rarely presents an experience in processing and creating new and effective strategy for the future of the company. Furthermore, strategic planning process seems to be a fixed and perennial event and in best reviews is the current strategy in current year(DelCampo,2007). ‘i hard Faster a d “ara Kapla i his ook a ed Creati e De o stru tio e tio ed that lack of effective effort on data collection that put current mental pattern in challenge, mostly happens in general strategic planning. The procedure, mostly based on concentration or reanalyze of current businesses and analyze of equal rivals than trying to understand articles is around business or how this model changes (Yang, 2002a).
-Process of strategic Innovation CreationCharacter
-Creativity
Innovation in strategy needs a creative process not an analysis one. This needs to listen to customers as well to create a new way to design new kinds of the product and use our imagination for new strategies in market (Yang, 2002b).
This is a process that has drawn to the order by strategic planning process but is creatively used. Special cases used for innovation in strategy are: insights which include new understanding of the value. This insight can be gained through listening to the customer and observing their behavior, acts, emotions and their demands and wishes, and also by listening to the experts and industry scholars that express instantaneous and current and future dynamics. Insights quality is a mandatory for innovation in strategy which is not provided by statistics .people with high imagination can participate in strategy innovation process (since anybody has a degree of innovation) but they have to examine their quality tools and mental models before the strategy innovation. Nevertheless innovation in strategy is not an analytical process but a creative one.
-Market oriented
Effective innovative strategy needs new business opportunities to become an important customer-company oriented value to be a helpful concept. After all the turning point has to be customer or market demands not company demands.
-Initiative methods
545 www.hrmars.com/journals that depends on the quality of provided insights through the path. Innovation in strategy, sometimes, happens quickly and sometimes needs lots of repetitions before the innovation formation .Repetitive nature of innovation process in strategy, means the quality of output could be reduced by requirements like imposed deadlines. It means, sometimes people have to stop the research before gaining required insights just because of end of imposed deadlines. Therefore, a flexible scheduling for initiative nature of innovation process could be more suitable(Meyer, Becker and Vanderberghe,2004).
Relation of Opportunity and Innovative Strategy:
If we can consider opportunities with three viewpoints: allocation, discovery, creation, E trepre eur s role i i o ati e strateg is to ake opportu ities a reati e destru tio .
Relation of organization life stages and innovative strategy:
If we consider organization having a two phase of growth, we can say there is a kind of natural and formative growth route in the first phase of maturity in organizations that according to out of control changes, persuades organizations to create big changes in basic foundation and varies with growth in the first organizational phase. Second phase of organizations maturity is dummy and knowledge-based process and utilization of advanced technologies and beyond this, utilizatio of e e trepre eurs apa ilities. This phase is alled I stitutio al Gro th phase . I this phase e trepre eur role a d i o ati e strategies ill e highlighted. These articles have to be considered:
-orga izatio s preparatio for all changes in structures which include size and human resource quality, business policies, software and brain game Facilities and the financial field.
-preparation of managers, organization owners or founder Entrepreneurs organizations in fulfilling capabilities area and special skills that includes macro-attitude in business policy determination, get teamed up and leading professional groups, decision makings according to network process, power acquirement and determination of executive order.
-utilization of innovation from sectional and Interrupted status to continuous structure and accelerate it to vital areas like marketing, venture capital absorption, produce and design process of products and services.
-Enjoyment of innovation based strategy which competitiveness is used in, being an opportunity not a challenge.
Thus, Entrepreneur role as a guide is obviously considered in this study. This research was done in Goldiran service company and seeking the answer of this question:
1-Does the additional service creation for valuating current customer products lead to business innovation increase in Goldiran service company,in the staff point of view?
Research Methods:
546 www.hrmars.com/journals variables and we used Lisrel 8.7 software for measuring effective factors on business
innovation. T & 2 Test and rout analysis will be used and for Prioritization the average attitude and Orientations Tukey post hoc test will be used and Cronbach'sCoefficient Alpha was applied for the questionnaire credit test.
Result:
Table1- A alysis of” additio al service creatio for valuati g custo er’s curre t products” answer Total Totally Agreed agree Semi agree no idea disagree 231 21 24 12 21 4 No. Does repacking current services and adding new
advantages and
completely new services creation lead to business innovation increase in
Goldiran Service
Company? 222022 32011 36012 26026 21021 6032 Percent 231 26 33 16 21 22 No. Does the additional
547 www.hrmars.com/journals
231 24
31 14
26 2
No. Does making service agents do the services and maintenance contract with customers based on the standard lead to business innovation increase in Goldiran Service Company?
222022 36012
11066 12026
22031 3023
Percent
231 33
12 12
21 1
No. Total
222022 16022
21012 21021
1021 2061
Percent
The analysis of the First question of the stud ta le sho ed that i repa ki g urre t ser i es a d addi g e ad a tages a d o pletel e ser i es reatio . per e t of respondents (89 person) believed that it increases innovation in the company and also viewpoint of the 59.09 percent (78 person) the additional service creation for customers that a t afford to u ore produ ts ut pa for the e tra ser i e that alues the produ t ore results in innovation increase. In the viewpoint of 67.42 percent (89person) getting customers teamed up and planning for additional services creation for them in regular periods innovation increase. 77.27 percent (102person) believed that the service agent training for additional service creation for customer well, leads to innovation in the company.65.15 percent (86 people) believed that making service agents do the services and maintenance contract with customers based on the standard has the same result.
In a general view 71.21 percent of Respondents (94person) believed the additional service creation for valuating current customer products lead to business innovation increase in Goldiran Service Company.
548 www.hrmars.com/journals
One-Sample Statistics
132 3.8150 .90812 .07904 C
N Mean St d. Dev iation
St d. Error Mean
Table2- average and Standard deviation of the sample
One-Sample Test
10.311 131 .000 .8150 .6586 .9714 C
t df Sig. (2-tailed)
Mean
Dif f erence Lower Upper 95% Conf idence
Interv al of the Dif f erence Test Value = 3
Table3- T test for the significance of research question
549 www.hrmars.com/journals Diagram1-first question of research rout analysis
Digram1 shows by standardizing these coefficients routs and their combination in question we achieve additional ser i es reatio fa tor for aluati g urre t usto er s produ ts.
Conclusion:
The stud results sho ed that additio al ser i e reatio for aluati g usto er s urre t products and developing appropriate internal metrics for services can both play an effective role i ad a i g orga izatio s goals. Therefore, reati it deals ith o stru ti g a d fi di g new ideas and innovation in utilization of ideas (Gautam,2004).
550 www.hrmars.com/journals events did not happen by schedule, the previous one can be used with some changes and compliance with the new position (Morrison, 1997). A program has to be simple and cathedral through the innovation and creativity emerge in the organization. Generally, creativity and innovation power and informed and constructive ideas plays a considerable role in planning and policies (Petkeviciute and Kalinina, 2004).
There are seven properties that present organizational culture extract, which is:
1-innovation and risk ability: the amount that staff is encouraged to innovation and risk ability 2-details attention: the amount of attention staff has to pay for details, being accurate and analyze affairs.
3-results atte tio : a ou t of atte tio a ager has to pa for results ot e e uti e ethods that aused the result .
4-orga izatio e er s atte tio : a ou t of atte tio that a ager has to pa hile aki g a de isio a d e er s parti ipatio .
5-team attention: amount of affairs and activities based on team not people.
6- Ambition: degree of members and people ambition and not be submissive and passive 7- Stability: the amount of organization emphasis on the maintenance of current situation and this in contrary with growth and improvement process.
An innovative organization needs an innovative strategy because without a specific one, organizations cannot control basic changes in future. For an integrate innovation development, innovation management approach is needed which studies company modernization in a holistic way.
Petkeviciute and Kalinina (2004) has depicted how to draw innovation strategy so simply and applied. They simulated an innovative and growing business activity creation to a football game and e pressed that orga izatio s eed a ga e pla for su ess i order to sele t effe ti e innovative strategies intentionally. Another effective factor in executing innovative strategy utilization is knowledge role in organizations .innovation is not formed except by knowledge overflow. company comes to innovates by the means of technical knowledge and by their knowledge about networks leads to the emergence of these innovations .therefore, we can say knowledge related to product quality process and relation to active players in business like providers and customers makes the organization come to innovation and commercialize i o atio a d fi all affe t the o pa s operatio .
Corresponding Author
Masoumeh sadat Abtahi
Department of Humanities, Zanjan branch, Islamic Azad University, Zanjan, Iran,(m_almasi2020@yahoo.com)
References
551 www.hrmars.com/journals Vol. 7 No. 3, pp. 301-15.
-Ja sse , O. , The arrier effe t of o fli t ith superiors i the relatio ship et ee
e plo ee e po er e t a d orga izatio al o it e t , Work a d “tress, Vol. No. , pp. 56-65.
-DelCa po, ‘. , Ps hologi al o tra t iolatio : a i di idual differe e perspe ti e , International Journal of Management, Vol. 24 No. 1, p. 43.
-Gri er, M. a d Odd , M. , Violatio of the ps hologi al o tra t: the ediati g effect of
relational versus tra sa tio al eliefs , Australia Jour al of Ma age e t, Vol. No. , pp. 153-74.
Lok, P. a d Cra ford, J. , A te ede ts of orga izatio al o it e t a d the ediati g role of jo satisfa tio , Jour al of Ma agerial Ps holog , Vol. No. , pp. 594-613.
Mar hiori, D.M. a d He ki , A.B. , Orga izatio al o it e t of a health professio fa ult : di e sio s, orrelated a d o ditio s , Medi al Tea her, Vol. No. , pp. -8. -Me er, J.P., Be ker, T.E. a d Va der erghe, C. , E plo ee commitment and motivation: A o eptual a al sis a d i tegrati e odel , Jour al of Applied Ps holog , Vol. No. , pp. 991-1007.
Morriso , K.A. , Ho fra hise jo satisfa tio a d perso alit affe ts perfor a e, organizational commitment, fra hisor relatio s, a d i te tio to re ai , Jour al of Small Business Management, Vol. 35, pp. 39-67.
O dahl, B.L. a d O Do ell, C. , E otio al o tagio , e pathi o er a d o u i ati e respo si e ess as aria les affe ti g urses stress a d occupational o it e t , Jour al of Ad a ed Nursi g, Vol. No. , pp. -36.
Petke i iute, N. a d Kali i a, I. , Fa tors i reasi g e plo ees orga izatio al o it e t , Orga iza iju˛ ad a: siste i iai t ri ai, No. , pp. -93.
Porter, L.W., “teers, ‘.M., Mo da , ‘.T. a d Boulia , P.V. , Orga izatio al o it e t, -Ya g, Y. a , Hu a resour e a age e t pra ti es i the UAE pri ate se tor: patter s,
e olutio a d halle ges , De elop e t a d Poli “eries, No. , Ta ia, Dubai.
-Ya g, Y. , ‘etai i g the UAE Natio al E plo ees i the pri ate se tor: fi di gs of t o sur e s a d lesso s to hu a resour e a agers , La our Market “eries, No. , Ta ia, Dubai.
-Yaghoubi, M., Raesi, A.R., Afshar, M., Yarmohammadian, M.H., Hasanzadeh, A., Javadi, M. and A sari, M. , The relatio ship et ee the lear i g orga izatio a d orga izatio al commitment among nursing managers in educational hospitals of Isfahan University of Medical Sciences in 2008- , Ira ia Jour al of Nursing and Midwifery Research, Vol. 15 No. 2, pp. 78-82.
